built upon the assumption that more information and communication is always better for knowledge transfer (Brown and Eisenhardt, 1995; Ancona and Caldwell, 1992).

individual, context-specific aspects of creating and transferring knowledge must be taken into consideration (Dougherty, 1992; Nonaka and Takeuchi, 1995). For instance, Nonaka (1994) emphasizes the generation of “mutual understanding” through interactions among communities. This makes tacit knowledge explicit across boundaries when people walk through semantic differences.

importance of understanding the differences in practices of actors that are involved in knowledge transfer and their consequences, which may generate additional costs (Carlile, 2004; Van Der Meer et al., 2013)

the polimorphicity oflearning how to make judgements about mimeomorphic actions does not makethe mimeomorphic actions polimorphic

The examples above show that explicit pieces of knowledge can only beunderstood by others, or serve as a way of transferring knowledge, if the indi-viduals concerned already share some similar experiences or backgrounds.Polanyi makes the point in discussing maxims

We demonstrate that there is no ‘conversion’ from tacit to explicit knowledgein bread-making machines. Tacit knowledge is still necessary for the bread to beproduced, but it is supplied by members of the wider human group in which themachinery is embedded.

Debates over the tacit question have largely become centered around two questions: what did Polanyi actually mean (Oguz and Sengun, 2011; Tsoukas, 2011; Virtanen, 2011; Grant, 2007), and is Nonaka’s project of converting tacit to explicit knowledge misguided (Gourlay, 2006; Virtanen, 2011; Despres and Chauvel, 2002; Tsoukas, 2011)?

whether and how knowledge-related mechanisms can affect the benefits and risks of coopetition is scarce.

is not guided by what they are able to compute, but what they happen to see at a given moment” (Kahneman, 2003: 1469).

es as a process of ‘discovery’,

d identity change mostly reports resistance and failure (Humphreys and Brown, 2002; Nag et al., 2007) o

organizational identity and imag

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equivocal results.

sful im

Dynamic capabilities are nottautological, vague, and endlessly recursive assome have suggested

lize too quick

possessing the right resources cannot guarantee high performance per se, especially in fast-changing business environments

lematic

DCs view emphasises how resources and ordinary capabilities can be reconfigured in response to systems’ changes. In this sense, DCs can be considered a further extension of the RBV and KBV